This paper reports a replication of Mintzberg (McCall M. W., Jr. A. M. Morrison, R. L. Hannan. 1978. Studies of managerial work: results and methods. Technical Report #9, Center for Creative Leadership.). Structured observation with supplemental unstructured interviewing was used to study four top managers for one week each. Mintzberg's field study was supported by our replication in all important dimensions. Explanations for similarities and differences between organizations and industries are briefly discussed.

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In a rare opportunity, the authors gathered data from two matched health care providers managed by an insurance company where auditors had discovered theft by employees in one of the matched organizations. Data were gathered about the organizations' ethical work climates (EWCs). Analysis revealed statistically significant differences in EWCs across the two organizations. As predicted, the organization with the morally preferred EWCs did not have theft. Both macro- and micro-organizational influences are explored to explain these differences, along with implications for practitioners and academic research. This is the first study to suggest that a priori EWCs can be useful in predicting observable behavior.

Suggests that writing a great mission statement can be perceived as a wonderful opportunity or a meaningless task – but it must be done well because the mission drives organizational goals, strategies and behaviour. Explores the problems of designing a scintillating mission and provides three real, superb examples of what a great mission can be.

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